Very thorough breakdown. Is there a good approach to introducing this to a team setting? Either as a supervisor or a subordinate?
TMBC (The Marcus Buckingham Company) would love to take your money and help you introduce StandOut to your workplace. :)
I think the approach has to depend on the workplace and how training has been approached. Is this a place where people keep their mouths shut and roll their eyes? Where training is sitting in a beige room while someone drones at you for half a day? If so, you're going to have a hard time getting buy in for any additional training. If the company already has a healthy training culture, then it's largely figuring out how stuff gets put on the docket and then doing so.
I have observed that in engineering teams, there is a tendency to use a classification to pigeonhole people. At Splunk, the Hermann Miller Brain Dominance Index become almost a culty thing among a subset of engineering in their San Francisco office: "Oh, he's a green. He won't do that well. Give it to him. He's a blue." If you can prepare the idea that this is a ritual for structured communication and not a scientific classification among your more senior ICs, they will likely suppress that tendency.
This is fantastic. Here there's a push for there to be a training culture but the leadership has yet to really define any strong approach/philosophy. And that's a great point about not treating like an absolute classification of employees.
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